Developing New Designs And Initiatives

With nearly all health care institutions participating in some form of quality improvement (QI) activities (Walston, Burns and Kimberly 2000; Manuel 2008; Gowen Iii, Stock and McFadden 2008; Chassin 2013), the lack of substantial improvement in quality is disheartening (Glasgow, Scott-Caziewell and Kaboli 2010; Chassin 2013). Unless substantial changes are made to the way in which quality improvement is conducted with an effort to seriously address the widespread overuse of health services, desired progress will not be achieved (Chassin 2013). Thus, healthcare providers need to study, develop, implement, and sustain process management systems which must investigate a clear identified problem and improve patient and worker safety while enhancing

Goal#1 AONE 2i Knowledge of Healthcare Environment: Work on assessing areas for Quality Improvement in the organization by attending various meetings related to quality

Health care managers need to improve quality services in health organizations. To improve these quality services they have to use methods that are proven helpful in the QI process. For example, Six Sigma is used to display and measure quality improvement data. It is also used to measure

Quality improvement is a systematic and continuous process which leads to improvements in healthcare services. The health services are then a reflection of the improving health status of a patient population (Health Resources & Services Administration, n.d.). Quality improvement strategies are the actions which a team will take to accomplish the goals of process improvement. The Institute of Medicine (2001) has developed a vision of six aims for improvement in healthcare which include, safe, effective, patient-centered, timely, efficient, and equitable care. Making improvements in these areas will better meet the needs of patients.

The way we practice healthcare and healthcare organizations are changing due to the pressure to reduce costs, improve the quality of care and to meet rigorous guidelines. This change has forced health care professionals to examine we evaluate our overall performance. Paradise Hospital, Inc. has not had any service improvements since 1995. A physician named Avedis Donabedian (2005) proposed a model for assessing health care quality based on structures, processes, and outcomes. He defined structure as the environment in which health care is provided. This is known as the organizational characteristics such as the measurement of staffing ratios and the number of hospital beds. The process is described as the method by which health care is provided. This represents the communication and interaction seen between doctor and patient. The necessity for the tests and procedures performed. The outcome is defined as the consequence of the health care provided, was there a desirable or undesirable effect.

There are external and internal reasons that drive healthcare organizations to improve their quality of healthcare. External reasons for quality improvements come from governments, insurers, and consumers requiring that healthcare organizations provide and continue to improve on high-quality and safer health care. The internal reasons for quality improvements come from staff who work within these healthcare organizations. The quality of healthcare differs from city to city and even from country to country. In order for healthcare organizations to meet the quality of care expectations demanded and set themselves apart from other healthcare organizations, they pursue becoming accredited. One must understand what accreditation is, the history of accreditation and what the future holds for accreditation, in order to understand how being accredited can improve the quality in healthcare.

Hospitals are on continuous mission for quality improvement; utilizing new technology, techniques, and research on what works and what does not, as well as persistently training new personnel and meeting the needs of patients. Still, hospitals are devoted to quality improvement but follow different courses, which support increasing observance to treatment etiquette and improve patient outcomes. Hospitals make the most of different approaches and models of quality improvement, such as the use of Lean, Six Sigma (Johns Hopkins Medicine, 2008/2016), and the PlanDo-Study-Act (Ibach, 2009) models for improvement. Usually quality improvement efforts are a five step process which

Improve our ability to fulfill our mission- our mission statement means every patient, no matter who they are, will be treated equally and each life will be respected and valued. This is our future ongoing role as our hospital unit takes the lead in innovative health care.

Quality management is a systematic and continuous process that organizations use to deliver products and services that meet or exceed customer expectations. Quality management in healthcare has evolved over the years to address increased demands from consumers related to the quality of care and services, as well as to address problems in patients’ outcomes. The medical field tends to use quality management to focus on patient and staff safety, reducing medical errors, and avoiding or decreasing morbidity and mortality rates. In order to improve the quality of a facility requires the entire facility to

The necessity for quality and safety improvement initiatives permeates health care. Quality health care is defined as “the degree to which health services for individuals and populations increase the likelihood of desired health outcomes and are consistent with current professional knowledge” (Kohn, Corrigan & Donaldson, 2000). Most care deficits are based in systems and processes and not individuals. Healthcare is has variation and complexity.

Our Hospital Mission: To provide and deliver safe and high-quality care specializing in the field of cardiology and surgery.

Time and again, hospitals are often called upon to improve the quality of its various health care activities in order to better serve patients and immediate communities. A quality improvement plan thus helps in the selection of high priority areas and the utilization of evidence-based practices in conducting the improvement (Berenguer et al., 2010). In view of the healthcare improvement needs of Sunlight Hospital, this paper seeks to classify and justify five measurements of quality of care in a hospital, specify the four main features in a health care organization that can be used in the design of a quality improvement plan, and suggest the salient reasons quality of care would add value and create a competitive advantage

Healthcare providers strive to improve service quality by implementing various quality management programs. Customers tend to seek for higher quality of care when choosing treatments, providers, and health plans. For healthcare organizations that desire to provide high quality care and compete in the global market, choosing a quality management program to implement is critical for performance and efficiency. Many studies have been conducted to analyze the effectiveness of such programs. Lean, Six Sigma and Total Quality Management (TQM) are three programs that will reviewed by three different case studies in efforts to understand them and to compare and contrast their capabilities.

The process of care and customer service is essential in both manufacturing industry as well as health care industry. Dr. Deming an American strategic analyst came up with a management philology that transforms many organizations to reduce inefficiencies, waste and improve overall value of the end product (Dunn, 2009). Dr. Deming had a substantial effect on the automotive industry with his methods and philosophy, it is only natural that many other organizations and industries try to implement the same philosophy to improve their overall quality and processes (Haughom, 2016). I believe health care industry can definitely improve by implementing Dr. Demings key principles to reduce waste, improve processes and patient outcomes.

The Johns Hopkins Hospital is a biomedical research and teaching hospital. The hospital is located in Baltimore, Maryland. The hospital is part of the Johns Hopkins University School of Medicine. The Johns Hopkins Hospital is commonly observed as one of the world’s greatest hospitals. The U.S. News & World Report has ranked The Johns Hopkins Hospital as the top overall hospital in the United States for 21 sequential years. The Johns Hopkins Hospital has a new focus on six premeditated main concerns to invest more time and resources. These priorities include patient and family centered care, performance, people, education, biomedical discovery, and integration. The Johns Hopkins Hospital includes 33 operating rooms, a total of 696 private inpatient rooms, and 67 private emergency exam rooms. A chief mission is to advance patient care, education, and research.